Team Work in Human Resource Management

During the 1970’s, Dr Meredith Belbin and a team of researchers conducted research on a number of teams in an attempt to discover what aspects of a team’s dynamics can contribute towards the teams overall success or failure. They discovered that the success or failure of a team was not dependent upon the individual team members intellect but upon their behaviour. Following Belbin’s publication in 1981 of Team Role Analysis he concluded that there are nine key roles that are aligned to an individual’s behaviour that can contribute to the make up of a team. It is essential that as a leader I am able to understand the possible behavioural role that an individual may exhibit when

The identification and understanding of an individual’s role and that of the other team member’s roles is crucial as is the recognition of how the different roles complement each other and work together.

Clear responsibilities and roles, the structure of the team, job descriptions, competencies, accountabilities, resources, tools and equipment should all be provided. Problem solving, communicating, managing conflicts, tasks, planning meetings, performance evaluation, managing change and decision making should follow clear procedures ensuring effective team working. Positive relationships, mutual respect and trust, continuing support and inclusion, valuing diversity and listening to feedback can overcome challenges to effective team performance. A strong credible leader with clear expectations can also overcome challenges to an effective team.

Whilst it is important to know and succeed in your own role within the school it is also beneficial to have knowledge of others roles within your team and how you all can work effectively together.

Two established research sources for the role conflict and role ambiguity (Newton & Keenan, 1987; and Rizzo, House, & Lirtzman, 1970) were used for this study. An examination of these two sources reveals that while there was much overlap in their content, there were also slight variations in the wording of some items. Rizzo et al., for example, introduced the item ‘I know what my responsibilities are’ while Newton and Keenan

Agreement and consensus is largely formed among the team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. The leader facilitates and enables.

All these roles go hand in hand and may be unachievable if not properly managed. The various roles have been a source of role stress and strain especially during transition periods of roles within the organization. It becomes quite difficult, for instance, to let go of previous responsibilities in an attempt to assume new responsibilities, explaining the reason for stress and strain following a role transition. I have however devised strategies of dealing with such stresses and strains, one of which is attempting to make good communications at all levels (Henry,

When teams are performing at their best, you are likely to find that each team member has cleared responsibility. You’ll also see that every team member needed to achieve their own personal goals in order for the team’s goal to be fully met to an adequate level. Dr Mereditch Belbin studied team work for many years and he mainly observed that people in teams tend to assume different roles within the team. He defined a team role as a “tendency to behave,

Through team meetings and project control, risk associated with roles and responsibilities could be quickly identified. One through work duplication if one or more staff are performing the same task and two through inaccurate, incomplete or delayed work. Left unmanaged they may lead to long term delay and added cost as well as team dysfunction as political behaviours evolved. To resolve these risks, clarity of roles may need to be re-established and a more robust

Understanding the nature of teams and the features of the team roles and responsibilities including advantages and disadvantages.

Within this position there are naturally a huge number of responsibilities related to each of the roles that must be undertaken.  It is therefore important to be clear on what your roles and responsibilities include and what the boundaries of your role are whilst remaining professional at all times.

The personal style and personalities of each member in a group may be influence their team effectiveness. Individuals will tend to play an important role in a group and depend on their personality and working group style. To improve a team and effectiveness in project or working, each team member need to understand the role of every member in a group. With 3 contemporary theories of team roles to use in our group is:

The Human Resource Management (HRM) team of any company is the most important part of the company. Whether the company is a for profit organization or a charitable, nonprofit organization, the Human Resources Department is the lifeblood of its organization because it deals with the company’s current, former, and prospective personnel. The HRM team in a nonprofit organization, for example can attract top talent. They do this by targeting people that possess a wide range of skills that can be used to perform and mange different tasks within the organization. In addition, the HRM team should seek to recruit volunteers that are passionate and empathetic about the organization’s mission, values and goals, and are concerned about wellbeing of the community. Furthermore, the nonprofit organization has to provide workers, staff and volunteers with a safe working environment. This will allow the HRM team to address areas that are important for the smooth running of the operation. A company should develop a concise hiring strategy for volunteers and training workers related to the process being very costly. It has been noted that many nonprofit organizations are mimicking the management techniques of a for profit organization. (Theuvsen, 2004) International Journal of Voluntary. This research paper will explore different ways that an organization can attract high talent, it will also examine the HRM responsibilities within a nonprofit as well as a for profit organization.

Communication and involvement information can be better, views and ideas can be shared, making it a tougher team.

A further disadvantage of teamwork may be that the team has existed too long and inspiration of new ideas has expired. This idea is discussed in Fincham and Rhodes (2005). There is a risk of team members becoming too friendly with each other and that friendships and professional relationships may be difficult to distinguish. If this occurs, team work is affected as it may be easy for team members to become distracted by personal issues rather than focussing on the task set. In this way team work may become less effective. It is important that team members remain professional when working in